Six key things to consider when choosing an accountant

Choosing an accountant is a key decision. Find the right one and they’ll make your life easier, while helping you to maximise your income and minimise your tax bills.

Some sole traders and small private landlords don’t use an accountant. They take a “DIY approach” to bookkeeping and completing their tax returns. Software makes this possible and it enables them to save money.

But for an easier life and peace of mind, many other sole traders and small private landlords do use accountants. Choosing an accountant is a key decision. Find the right accountant and they’ll make your life easier, while helping you to maximise your income and minimise your tax bills. Make a bad choice and you’ll earn less income and end up frustrated at the poor service you receive. So, before choosing an accountant, what key factors should you consider?  

1. Experience

You’re looking for a well-established accountant with years of experience of working for sole traders and landlords. If they’ve worked for sole traders in your sector, it can be hugely beneficial. They’ll be familiar with the unique challenges faced by sole traders in your sector, which should enable them to give you reliable practical advice. And although you’re likely to have to pay more for it, they or someone within their network should also be able to advise you on other important matters, such as growing your business or property portfolio, future investments, your pension, etc.  

Top tip! Seek recommendations from other landlords or sole traders in your sector. Ask them which accountants they use and whether they would recommend them. Also find out how much they pay and what services they get in return.

2. Qualifications

An accountant should of course have the necessary professional training and membership of relevant professional bodies. In the UK and Ireland, leading chartered accountancy bodies include the Association of Chartered Certified Accountants (ACCA), Chartered Accountants Ireland (CAI), the Institute of Chartered Accountants in England and Wales (ICAEW) and the Institute of Chartered Accountants of Scotland (ICAS).

Top tip! Qualifications and memberships will only tell you so much. The right accountant will also understand you, be committed to working hard for you and want to build up a strong professional relationship with you.

3. Services

You also need to find an accountant who can offer the services you require, now and into the future. While basic services such as bookkeeping and tax returns are essential, you might also gain from tax planning and business advisory services. If you run a business and it grows, consider whether the accountant can help to enable your growth and support you as your needs change over time.

When weighing up your options, get prospective accountants to explain what specific services they offer. Also find out about their culture and approach to customer service. You should be sure that they will respond quickly and satisfactorily to your requests for support, not leave you waiting ages for a reply.  

Top tip! Find out who your regular contact will be at prospective accountants and ask to meet them. This is the person with whom you’ll need to establish a good working relationship. Crucially, they need to be someone you can trust.

“When weighing up your options, get prospective accountants to explain what specific services they offer. Also find out about their culture and approach to customer service.” 

4. Reviews

Prospective accountants will probably tell you how wonderful they are and how much their existing clients love them. Their website might also contain glowing quotes from satisfied clients. But you need to do some of your own research. Look on social media and review platforms such as Trustpilot to see what clients are actually saying and what ratings they have given. You need to be able to trust your accountant, they need to demonstrate integrity and professionalism.

Top tip! Even the best accountants attract negative reviews – sometimes unfairly. As well as the glowing reviews, read the bad ones to see how the accountant has responded. It can reveal much about their customer service and explain bad reviews.

5. Value

Although, obviously, you’ll want to minimise your accountancy costs, going for the cheapest option can be unwise. Generally, you get what you pay for. You need to consider what value you will get, not necessarily what price you pay. An accountant who charges you slightly more might offer you greater quality. They could be much more reliable and give amore responsive, personalised service.  

Top tip! Accountants either charge a fixed monthly fee for specific services or a set fee for a specific task (eg complete a tax return), possibly an hourly fee for other work. Make sure you understand what you’ll pay and what you’ll get for your hard-earned cash. Transparency is essential, there should be no hidden costs. And be sure to claim back all accountancy fees as an allowable tax expense.

“Make sure you understand what you’ll pay and what you’ll get for your hard-earned cash. Transparency is essential, there should be no hidden costs.”

6. Software

As a sole trader or landlord, you realise the importance of keeping accurate, up-to-date financial figures, so you’re happy to use accounting software. But you just need accounting software that’s quick and easy to use, gives you basic functionality and gives you access via your smartphone if you’re out and about. You want something that enables you to manage and minimise your expenses, something that saves you time, effort and costs when completing your Self Assessment tax return.

Top tip! Ask prospective accountants what software they’ll expect you to use. Also ask them how quick and easy their preferred client accounting software is. If it comes with complex and unnecessary “bells and whistles”, ask for something simpler.

And finally…

Leave yourself enough time when searching for an accountant. Rushing your decision can lead to mistakes. Seek recommendations from other sole traders or landlords. Make time for a brief face-to-face meeting with accountants, to get a better idea of who will be working for you.

Have conversations with a few shortlisted accountants before making your decision. Be clear about how much you’ll pay and what services you’ll get. Speak to some of their other clients. Find out whether they think they’re getting good value for money. Choose an accountant that uses the right software for your practical needs, software that saves you time, effort, money and makes your life easier. Ultimately, you’re hiring an accountant for the same reasons.

• This blog was written for Coconut accounting software.

Eight ways to ensure that small businesses actually read your content

Many small-business content writers have never worked for a small business, let alone started and run one. Some make assumptions about small businesses and their owners that just aren’t true in some or all cases.

Common examples? Well, very few small-business owners are entrepreneurs and most don’t think of themselves as such. They’re happy to be a small-business owner with modest ambitions and there’s nothing wrong with that, of course.

Yet many small-business content writers persist with using the word “entrepreneur” as a catch-all term. They believe that everyone who runs a small business is “entrepreneurial”, which is why their content often fails to engage. Put the word entrepreneur in your title/headline and many small-business owners won’t realise that you’re trying to reach them.

“Put the word entrepreneur in your title/headline and many small-business owners won’t realise that you’re trying to reach them”

Know your audience 

SME (ie small and medium-sized enterprise) is another term that’s overused or often poorly chosen (as in “Start your own SME in your garden shed”). Medium-sized enterprises have 50-250 employees (too many for a garden shed), while small businesses have up to 50 (you’d still need a massive garden shed). 

Most (96%) of the UK’s estimated 5.9m small businesses are micro-enterprises (ie up to 9 employees), more specifically they’re “sole proprietorships”, which is a sole-trader business run by one self-employed person. Some 4.5m UK businesses (about 75% of the total) have no employees other than the owner. Many of them won’t be interested in HR content. 

Although other small firms together employ some 13.2m people, don’t assume that all small businesses have an HR director/department (a common mistake). Often, that’s just one of the many “hats” the small business owner must wear.

“Despite the impression held or given by many small-business content writers, not all small firms are office based”

Reality check  

Crucially, despite the impression held or given by many small-business content writers, not all small firms are office based. Three-quarters of all UK businesses operate in services industries and many don’t operate from office premises. About a fifth of UK small businesses are construction-sector firms, while 9% operate in the wholesale and retail trade and repair sectors. 

Women own/lead only a third of all UK small businesses, but numbers have grown considerably in the past five years (the figure used to be 17%). Just 5% of UK SMEs are “minority ethnic group led”, according to government figures, and this percentage hasn’t increased in the past five years, sadly. While some report the average UK business owner age as 40, others put it closer to 50, although many more young people are starting their own business. 

Hopefully, if necessary, you’ve learned a bit more about your audience/target customer, but carrying out basic research can help you to learn much more. Going out there and visiting small businesses to find out about them and their key challenges could significantly improve your small business content, but what else can you do to boost your success?

“If you can provide real-world advice that enables small-business owners to save time and get more done quicker, you’ll stand a better chance of getting them to ‘know, like and trust’ your brand”  

1 Save small-business owners time

Running your own small business is very demanding, with many things competing for your attention each day. The work can be hard and the hours very long, too, with time probably the most precious commodity for most small-business owners (especially those with family commitments). But that gives you an opportunity. 

If your content can provide real-world advice that enables small-business owners to save time and get more done quicker, you’ll stand a much better chance of getting them to “know, like and trust” your brand, which can mean they soon go on to become loyal customers. 

2 Save small-business owners money

Margins and budgets are always tight for most UK small businesses. Keeping your cash flow positive is a struggle, but with prices across the board rising – significantly in some cases – if your content promises to save business owners money, they’re more likely to read it. Don’t insult their intelligence with obvious suggestions (eg “turn off lights when you’re not using them”); find ideas that small-business owners may not have considered. 

“The supposed productivity-boosting power of potted plants in an office might seem fascinating to you, but many other things are more important to your average small-business owner”

3 Write about things that really matter to small firms

Show empathy. Your content should prove that you’re in tune with the everyday challenges, concerns and realities of small businesses all over the country. The supposed productivity-boosting power of potted plants in an office might seem fascinating to you, but so many other things are much more important to your average small-business owner (who may not even have an office). They just don’t have any time to waste, so, focus on the important stuff, get to the point and provide value. 

4 Make small-business owners’ lives easier

Running a small business can be difficult and there are many challenges to overcome, especially when it comes to legislation. If you can offer advice that takes the hard work and hassle out of decisions, tasks and obstacles, readers will appreciate the value of your words. Help to solve their problems. Provide small-business content that gives real-world solutions. Make complex things easier to understand and manage.

“Good small-business content provides a clear, understandable explanation, no matter how complex the information or topic” 

5 Help small-business owners to make more sales

Ultimately, you won’t succeed in business if you don’t make enough sales. Small-business owners want to attract new customers, while retaining and selling more to existing punters; your content should help them to do all of the above. Many small-business owners are far better at their trade than selling and marketing, but practical advice from reliable expert sources can make a big difference to their sales and bottom line.    

6 Always be clear, comprehensive yet concise 

Good small-business content provides a clear, understandable explanation, no matter how complex the information or topic. Sadly, much small-business content is just as dry, dense and inaccessible as the stuff it seeks to explain. Your job is to use plain English to explain key points – not unnecessary detail – so cut out the waffle, jargon and business speak. Tell small-business owners what they need to know in as few, simple words as possible. Answer all of their likely questions.

“Life is too short and there are many other things that most of us would rather do than read dull content”  

7 Don’t create boring content – be interesting

When was the last time a boring headline really captured your attention? When did a dull introduction last make you want to carry on reading? Never, right? Much small business content is mind-numbingly boring. Admittedly, some small-business subjects are rather dull, but your challenge is to make them engaging and bring them to life. Life is too short and there are many other things that most of us would rather do than read dull content. 

Moreover, small-businesses owners often have incredible insight and fascinating stories to tell. Feature their words in your small-business content. Use their knowledge and experience to help others learn. Small-business content really doesn’t have to be boring.  

8 Be original – dare to be different

There really is an ocean of small-business content out there and competition for clicks, likes and shares is fierce. Don’t just copy others – find ways to be different. 

About 15 years ago, when I started writing and editing small-business content, I brought in many ideas that I’d learned from working on award-winning customer magazines, focusing more on owners and their stories, interviewing and quoting them more heavily in features (they’re the real experts, right?). 

I produced a huge amount of small-business owner profiles, case studies, Q&As, “listicle” content items, guides and infographics. All of these things weren’t common in business writing (no one called it content) back then. I also came up with more imaginative and engaging headlines and copy, which brought far better results. Never be afraid to try new things.

“Don’t waste your time or theirs by publishing small-business content that’s dull, irrelevant or hard to understand”

In conclusion

To succeed when producing content for small businesses, you really need to understand your audience. Don’t waste your time or theirs by publishing small-business content that’s dull, irrelevant or hard to understand.

Write about things that matter in a clear, concise and accessible way. And if you set out with the key aim of helping small-business owners to be more successful, save time, money and make their lives less stressful – you won’t go far wrong.

• Written by Dead Good Content founder Mark Williams. For more than 15 years, Mark has specialised in writing small-business content. He has helped such organisations as the government, high-street banks, insurance companies, utility providers, software giants and accountancy organisations to reach UK SMEs. For four years Mark also wrote small-business content for The Guardian.

Back from the brink of disaster

Covid-19 may have proven disastrous for your business, as it has for many others. And getting up and running again may seem like an impossible challenge. But coming back from the brink is possible, even in the most extreme cases.

It’s a day that Karl Mason (pictured above), co-founder and director of Masons Dry Yorkshire Gin, will never forget. On 2 April 2019, the day began like most others, but would end like none before. “About 8am I was getting ready to have a shower before heading off to work,” he recalls.

“An employee phoned to say our premises were on fire and it was big. It came as a shock. My wife Cathy [Masons co-founder and director] and I jumped in the car and headed off to the distillery, in Aiskew, near Bedale [North Yorkshire], about a mile from our home.”

“We lost everything in the fire – about £300k worth of stock, the same in equipment and premises damage. The distillery was completely destroyed and the stills ruined.”

Worst nightmare 

As they drove down the hill, in the distance the Masons could see a huge smoke cloud billowing up into the sky. Karl adds: “We were both a bit numb, wondering what we’d be faced with on arrival.” What greeted the Masons was every business owner’s worst nightmare. Fire had engulfed their premises, from which they had operated since 2017 (the business was set up in 2013). Fire crews were busy trying to curtail the blaze.

“Eight staff had been on site, but thankfully they’d escaped and no one was injured. That was the most important thing,” Karl stresses. “They were in shock, having had to run out of the burning building, there was no time to collect their personal belongings or car keys. 

“But we lost everything in the fire – about £300k worth of stock, the same in equipment and premises damage. The distillery was completely destroyed and the stills ruined. Everything we’d worked so hard to build had gone up in flames in a few hours.”

“Although it was a big blow, we never considered giving up. Why? It was our business; our livelihood; what our team were employed to do and what we all took pride in.”

Rising from the ashes

Early the next day, staff assembled at the Masons’ home. “Someone brought a white board and we sat around our dining room table, others sat on the floor, because we didn’t have enough seats, and we created a plan,” Karl remembers. 

“We knew temporary offices in town were available, so we rang them. And we knew of distilleries that weren’t at capacity, so we could rent those and produce stock. It was a real time of staff coming together and just getting on with it.”

The Masons never once believed that their business wouldn’t survive. “A company’s only as good as its people and we just had amazing team spirit – full credit to everyone. And although it was a big blow, we never considered giving up. Why? It was our business; our livelihood; what our team were employed to do and what we all took pride in.”

“No one lost their job – we’re very proud of that. Our team pulled together and just kept going, often under difficult conditions.”

High spirits

Karl describes himself and his wife as naturally resilient people. Neither allowed their emotions to affect them (later on it hit them more, he concedes). But their immediate focus was simply to start again, which gave them a new goal. 

“The support we received from local people and other businesses helped keep our spirits high,” Karl says. “It made us feel proud and humbled. And no one lost their job – we’re very proud of that. Our team pulled together and just kept going, often under difficult conditions.”

In March 2020, Masons moved into a brand new, purpose-build distillery in nearby Leeming Bar. Then came the Covid-19 lockdown, about which Karl seems philosophical. “It almost felt like we were already prepared for it – it was just like an extension of last year’s hardships.”

So, what advice does Karl offer to small firms trying to rebuild following the lockdown? “Never give up,” he replies. “And you and your staff together must stick together through the highs and lows. Don’t worry if you don’t have a detailed plan. If you have a good team, you’ll get through it,” he smiles.

Disaster recovery

Father and son Vernon and Aaron Page (pictured above) own and run The Barber Shop Shrewsbury. It is located in the centre of town, close to the River Severn. In February 2020, parts of Shrewsbury had to be evacuated, following some of the worst flooding for years.

“We had to close early on the Monday, because the river had risen so much,” Vernon recollects. “Later that night, the shop floor was under eight inches of water, but on the Tuesday night, we were able to clean up the silt, brush and mop the floor. We cleaned and dried things on the Wednesday, and I fixed the phone and electric sockets. I’m quite a practical person,” he reveals.

The Pages opened up and traded for three days, before the river rose much higher on the Sunday night, breaching defences and leaving the barber shop floor under two and a half feet of water for three days. “The clean up process was even more arduous. The smell was really bad,” Vernon confesses.

“I went down to try to get into the shop, but it was impossible. Walking back to the car, I broke down. I’m not normally like that, but I was sobbing like a child.”

Upbeat and resilient

“Some customers offered to help, which was really heart-warming. We lost a week’s earnings and our reception desk and one of our chairs was ruined. A few thousand pounds worth of damage was done, but we received a local council flood grant, which helped us. It was tough, but we were back up and running pretty quickly.”

Vernon describes himself as naturally “quite upbeat and resilient”, but hit a low point one day, while waiting for the second flood to subside. “I went down to try to get into the shop, but it was impossible. Walking back to the car, it hit me and I broke down,” he reveals. “I’m not normally like that, but I was sobbing like a child and passers by asked me whether I was OK.”

Vernon has a massive emotional attachment to his business, he says. “Originally, I found the shop; I ripped it all out; I laid floors; plumbed it; rewired it; decorated it – everything. It took me two months. The shop’s a big part of me. I’ve worked very hard to build it up. We love what we do, and we’re loyal to our customers, most of whom I regard as friends. 

“Although I was down, I wasn’t out. Then, not long after reopening the shop in March, the Covid-19 lockdown came; the government grants have really helped, thankfully we can open again soon. Business and life brings knocks your way at time; you just have to deal with them and pick yourself up again. It’s been a tough year, but what doesn’t kill you makes you stronger. I firmly believe that,” he concludes.

• Originally written for and published by Informi, the AAT’s small-business blog and advice website.